WEBVTT FILE
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In the final two steps
of the planning cycle,
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planners consider the
implementation and impact
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of a project.
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Step five is the
monitoring phase.
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This is planned in detail at
the beginning of the project,
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and then managed throughout
the project lifespan.
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Let's consider the
basics of monitoring
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using a simple example.
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Imagine that you want
to travel from point A
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to point Z. First
you need to acquire
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the necessary resources.
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For example, a car
or money to buy fuel.
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These are called the inputs.
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Now you can plan the journey,
the route you will travel,
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how many people
will be traveling,
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and how much fuel is needed.
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You can also estimate
the time for traveling.
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Once the journey starts--
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the implementation of the plan--
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every few hours, you
look at the fuel gauge,
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check the distance
traveled, and perhaps
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ask how the
passengers are doing.
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This is monitoring.
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You may have planned to
assess this information
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at several points along the way.
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Here, you decide if the
car needs to be refueled,
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or if a break is necessary
to rest the passengers.
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Information on fuel,
distance, and how
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the passengers are doing are
referred to as indicators.
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Indicators tell you how
the journey is going.
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Monitoring activities check
if a project is proceeding
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according to the plan.
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Are you doing what
you said you will do?
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Monitoring is important,
because what gets monitored
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is more likely to get done.
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If you don't
monitor performance,
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you can't tell
success from failure.
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If you can't see success,
you can't reward it.
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And if you can't recognise
failure, you can't correct it.
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Finally, if you can't
demonstrate results,
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you can't sustain
support for your actions.
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In any plan or
programme, achievement
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is aligned with
completion of objectives.
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There are usually
several activities
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that need to be carried out for
an objective to be achieved.
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Each activity requires inputs,
such as finances, resources,
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and so on, and for specific
tasks to be completed.
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This is known as the process.
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Inputs in a diabetic
retinopathy screening programme
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include correctly
equipping service providers
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to enable them to undertake
their required tasks.
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As a result of
following the process,
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the planned activities and
objectives can be achieved.
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This in turn leads to an
outcome and an impact.
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Indicators measure what
or how much has been done.
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Process indicators
provide information
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on tasks done and inputs
consumed as part of activities
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to achieve objectives.
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Process indicators are
collected regularly
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on a weekly, monthly,
or quarterly basis.
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Outcome indicators are
used during a project
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to assess if the path
taken is working well,
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and if changes need to be
made to the plan's objectives.
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These are collected over
longer intervals, once or twice
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a year.
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An impact indicator is
an indication of change
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that has resulted from a plan.
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Impact indicators are
collected and reported
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on at the end of a project,
after the objectives
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have been completed.
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In a programme, it is important
to decide what information
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should be collected and when.
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Planners must decide on
what could be monitored,
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what should be monitored,
and what must be monitored.
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Here are some examples
of process indicators.
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Number of persons
with diabetes screened
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per month, number
of persons with
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sight-threatening diabetic
retinopathy identified
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and referred per month,
number of patients
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treated for sight-threatening
diabetic retinopathy per month.
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Here are some examples
of outcome indicators.
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The percentage of
people with diabetes
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who are provided with
screening each year.
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This is known as the coverage.
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The percentage of
people with diabetes
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and sight-threatening
diabetic retinopathy who are
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referred and accept
treatment per year.
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The key impact indicator
that the programme will aim for
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is the ongoing coverage of
the DR screening service.
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That is, the percentage of
the population with diabetes
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being provided with
annual DR screening
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compared to the baseline.
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Golden rules for monitoring,
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- do not collect too
many monetary indicators,
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or collect indicators too often.
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- Use all the
monitoring indicators
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you collect and discard
indicators that aren't used.
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- Use the monitoring
indicators at the level
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that they are collected at,
as process, outcome, or impact
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indicators.
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- Educate staff about
the need to collect
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monitoring indicators.
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- And don't make things worse.
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Don't destroy a monitoring
system that works.
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Managing monitoring.
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Planners need to
decide who collects
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the indicators at each level.
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Once the data has
been collected,
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where are the reports sent,
and who will review them?
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And how will the programme act on
the feedback from the review?
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These are key details that
must be managed by the programme
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or project manager.
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Appropriate selection and
training of key people
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to carry out the
monitoring is essential.
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Monitoring reports are
collected and reflected
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on by the programme or project
manager on a regular basis.
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It's important that
they also give feedback
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to staff about how
the plan is doing.
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The manager reports to
the national coordinator.
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At the end of the
programme period,
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it is the final responsibility
of the national coordinator
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to identify resources
and address the impact
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of the programme or project.
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Collecting the right data is
important to guide the project
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or programme and its success.
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There is a saying that
if you put rubbish in,
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you get rubbish out.
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So planners must remember to
select indicators properly.
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In summary,
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- Monitoring is
important because it
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improves accountability for
the use of funds and resources,
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- improves performance
to achieve outcomes,
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- and provides a system for
recording lessons learned.
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These can then be shared
to improve strategies
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in the future.
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